URLA Strategic Plan 2015 -2018

 

Uganda Restaurants and Lodging Association

(URLA)

Strategic Plan 2015 -2018

INTRODUCTION

Uganda Restaurants and Lodging Association (URLA) represents, protects and promotes restaurants, lodges, motels and bars in Uganda. Since 2007, URLA has been the voice of Ugandan restaurants and lodging facilities, working to enhance the industry’s prosperity through strong member representation and engagement, effective government advocacy, and the provision of value added programs and services. Representing the entire spectrum of restaurants and lodging offerings through its membership network of restaurants, motels, and resorts, URLA continues to strive to affect change, unify the sector, and provide a single national focal point for action.

As the travel and tourism environment has changed considerably, the Board has found that it is appropriate to respond and fine-tune and increase the focus of the organization’s core strategies. A reinvigoration of strategic direction has been desired to support the success and effectiveness of URLA and ensure the organization continues to be transparent and accountable to its national membership. The refreshed Plan will assist the association and Board to focus on priorities, ensure that key actions are aligned and disciplined, and provide a mechanism to monitor and accurately assess progress on these activities on a regular basis.

To this end, URLA has developed a revised five-year Strategic Plan that:

·                     Effectively addresses the core issues of the restaurants and lodging industry;

·                     is clear, focused, results-based and measurable; and

·                     Serves as a powerful communication piece for members and other stakeholders.

A strategic retreat was held by the Board in March 2015. This retreat was augmented with background documents and summarized information from thematically-aligned surveys which included opinion gathering of the Board, partner organizations, the membership at large, and URLA staff. The membership at large survey summary was reviewed in parallel with the 2014 survey to identify changes in opinion and revised areas of focus for the association going into the future. The Board’s deliberations led to the creation of a clear and concise plan that defined key strategic goals, measurable targets, and specific objectives driven by project leads, focused resources and formal timelines.

CURRENT SITUATION

Current State of the Industry

Uganda’s travel and tourism industry, which generates billion of shillings, is recognized as a key economic sector. This is evidenced in part by the Tourism Ministry Strategy which frames a new approach to strengthening travel and tourism’s contribution to the Ugandan economy.

The restaurants and lodging sector represents a significant component of Ugandan travel and tourism, generating billion of shillings in revenues, in value-added activity, jobs and in salaries and wages. Uganda’s restaurants and lodges contribute billions of shillings in revenue to the economy. As a result, the restaurants and lodging sector has a major stake in ensuring that Ugandan travel and tourism is competitive, productive and fully realizes its goals and potential.

As a whole, travel activity to and within Uganda has shown marginal improvement, with Uganda rising to higher place among nations in international arrivals. The accommodations sector has also shown modest growth.

However, these small gains are threatened by ongoing and systemic issues that challenge Uganda to remain competitive as other locations increase their efforts to improve their destinations, their consumer marketing and their international air access.

One significant challenge is the underrepresented hospitality industry and poor sector specific plans.  

Uganda is competing against its neighbors and the rest of world which have committed and significant travel and tourism plans and budgets throughout Africa, Europe, Asia, Latin America, and the Middle East.

Travel activity continues to grow globally with international arrivals passing the one billion mark world-wide in 2012. Uganda’s international arrivals barely grew (1.8%) in 2012 while global international arrivals grew 4% during the same period.

The restaurants and lodging sector must also deal with its own direct challenges. For example, quality issues continue to dominate, with the industry challenged by the need to comply with ther required minimum standards and regulations.

Going forward, it will be important for URLA to be flexible to ever changing circumstances in the industry and also be able to respond to unexpected global threats. This Strategic Plan will help focus efforts to enable URLA to be able to manage through these challenges and mitigate the risks.

URLA as Industry Advocate

The purpose of the 2015-2018 Strategic Plan is to ensure that URLA has the right structure, direction and capabilities to fulfill its primary role as industry advocate, respond effectively to challenges, and support the growth and vitality of the restaurants and lodging sector in Uganda.  The strategic plan process examined the current vision and mandate and made adjustments to ensure ongoing focus on effectiveness and direct value to members:

VISION:

To be the effective voice of the Ugandan Restaurants & Lodging industry

MISSION:

To enhance the prosperity of the Ugandan Restaurants and Lodging industry through strong member engagement, effective advocacy, and the provision of valued programs and services

Government relations continue to be at the core of the association. URLA advocates on two fronts. The first is as the champion and thought-leader in addressing issues on behalf of the restaurants and lodging sector. The second is as a critical partner in advancing a collective travel/tourism advocacy agenda.

URLA strives to be a respected and successful advocate. As the national voice and resource for the restaurants and lodging industry in Uganda, URLA draws on input from members and direction from the Board to develop and implement its advocacy strategy. We work to improve Uganda’s position as a travel destination through our input to the National Tourism Strategy and advancing policies to the sector. When in the best interest of its members, URLA will work in collaboration with other organizations such as the Ministry of Tourism and Antiquities (), Uganda Tourism Board (UTB), Uganda Hotel Owners Association (UHOA), Uganda National Chamber of Commerce (UNCC), Private Sector Foundation Uganda (PSFU), Uganda Tour Operators Association (UTOA), Uganda Wild Life Education Center (UWEC), Ministry of Local Government (MLG), Uganda Revenue Authority (URA), Municipal to achieve its goals.

URLA Board identified areas to address in the 2015 - 2017 Strategic Plan. The first was a need to clarify the association’s strategic direction and purpose to ensure that the larger goals are aligned with the needs of the restaurants and lodging sector and that URLA remains accountable and transparent to members.

The second was to ensure that the Board is unified in its purpose and direction, making the best use of the expertise and resources at its disposal, and engaging directors as well as staff and members in a more focused and consistent manner.

SWOT Analysis

The Association’s strengths, weaknesses, opportunities and threats were examined in developing the new Strategic Plan. All key stakeholders were surveyed for the new Strategic Plan in addition to individual restaurants, lodges, motels and resorts across Uganda.

The strengths and weaknesses reflect internal factors that are in the direct control of the association, while the opportunities and threats are external factors which the association does not have direct control, yet could significantly affect the organization in either a positive or negative manner. The SWOT is presented as follows:

Strengths

Readiness in developing partnerships and playing the key role as industry advocate in Uganda for its members.

Open membership model that directly serves its members, resulting in continued support for initiatives from its membership base.

Highly committed stakeholders, working collaboratively with URLA to pursue similar goals.

Committed staff, association leadership and Board working towards fulfilling the vision and mission of URLA using collaborative and cooperative approaches.

Strong balance sheet that allows URLA to carry out initiatives for its members and further improve the industry’s working environment.

Supporting global green environment programs.

Weaknesses

• Clear priorities and focus for initiatives needed to allow increased cohesion between Board and management in fulfilling URLA’s vision and mission.
• URLA’s planning to date has been more tactical than strategic, which has impacted the association’s overall effectiveness.
• URLA must improve its management of multiple and simultaneous priorities to maximize its ability to serve the membership.

• Weak Membership Base

                                                                                             

Opportunities

• Strong growth in the tourism industry and sustained growth in working population are providing an expanded base of high-yield restaurants and lodging customers.
• Increasing use of technology by industry and the general public is expanding the marketing reach of lodges and the booking potential of the customer base.
• Growing pressure for travel industry to be “green” certified continues to fuel Green Key program expansion.
• Increasing pressure on government to regulate the private sector tourism industry.

Threats

• Increasing reliance on foreign travellers continues to stagnate profit opportunities for the rsetaurants and lodging sector nationally.
• Increasing challenges related to hotel and lodging quality issues.
• Ongoing local service tax and additional tax levies to the travel and tourism industry at national and municipal levels.
• Uganda’s investment climate continues to negatively impact the long-term ROI prospects for property owners and investors.

THE PLAN

Overview

In assessing membership needs, the strength and competitiveness of the industry, and challenges facing the organization, URLA has articulated its Ideal Future in 2018:

• A strong profile for the organization, primarily focused on effective advocacy positions
• An engaged and empowered membership base
• Meaningful and valued membership programs that enable business success
• A financially stable organization with a diverse revenue stream

Cross-referencing the Ideal Future with URLA’s Key Strategic Issues from the previous Strategic Plan led to the development of four primary goals that drive the 2015-2018 Plan forward.

The four strategic goals were established to ensure the vision and mission of URLA are achieved over the next three years. The most important ongoing aspect is the implementation and continual monitoring of the defined objectives to ensure progress is tracked and aligned with the association’s vision, mission and Strategic Plan going forward. These goals are strongly inter-related, requiring accomplishments within each to achieve individual success and thereby overall achievement of the 3-year vision and mission.

The focus of the four specific strategic goals are:

Goal 1: Developing a targeted and effective advocacy program which results in government actions that benefit members

Goal 2: Improving communication and coordination with regional chapters and corporate members to ensure the full engagement of membership

Goal 3: Providing core services which are valued by members

Goal 4: Ensuring sound management and a financial position which guarantees the long-term health and viability of the association

GOALS

Goals are the core competencies of the organization. They identify areas in which the board of directors will allocate sufficient resources to achieve the goals.

URLA constitution set five goal areas. The planning committee asserted that membership is the pre-eminent reason for existence --- and then aligned the goals with the constitution. (Note the hierarchy of the six goal areas: membership being the reason; supported by four external goals; and the need for industry leadership to sustain URLA.)

		Membership – URLA exists to serve its membership.
URLA Constitution		2015-18 Goals		Goal Statement
Programs and Services	I.	Programs and Services		Providing services and opportunities to
				support successful member operations.
Government Affairs	II.	Advocacy and Public		Serving as the voice of restaurants and lodging service industry interests
		Policy
Education	III.	Education and Training		Developing and delivering essential
				education to the industry.
Industry Image	IV.	Industry Image		Promoting the impact of the industry
				and enhancing association
				communications.
Association Function	Leadership – Leadership, management and resources for a dynamic
			Association.

STRATEGIES

Strategies were suggested to advance each goal. Several new, exploratory strategies were recommended, and the staff will continue the programs, events and services already offered.

t  Membership – URLA exists to serve its membership.

A.          Relevance – Maintain degree of high relevance to the needs of the restaurants and lodging industry, resulting in operating advantages for members and financial support for URLA.

B.           Performance Measures – Identify metrics and benchmarks that support continued growth and retention based on Member Units. Staff and Member Value Committee to determine best growth metrics against which to monitor.

C.           Engagement of Members – Increase the participation and understanding of members and prospects in URLA programs, achievements and opportunities.

D.          Diversity – Ensure that all aspects of the membership are served and represented.

1.            Specialties - Offer programs and services that support membership growth in underrepresented targeted areas such as rural areas, geography, etc.

2.            Emerging Professionals – Establish forums for young professionals and students to engage and develop leaders in URLA; consider establishing a task force.

I.            Programs and Services – Providing services and opportunities to support successful member operations

A.    Business Assistance – Consider value of a program, expertise or incubator that supports business start ups and growth of restaurants and lodges. Might require a staff position or staff consultant.

B.     Purchasing Power – Study potential for creating a cooperative purchasing organization to improve the buying power of members.

C.     Benchmarking Research – Identify the benchmarks and data for industry comparison and contrasts, conduct research and package for members and non-members; consider

      work through university (operating ratios, etc.) Identify existing research developed by affiliate members, universities, tourism ministry that can be extrapolated for URLA use.

D.    Existing and New Programs – Identify changing needs of all members to develop programs and services that are relevant and add value.

1.                     Current Programs – Continue offering the quality programs to serve member needs; monitoring value and return on investment.

2.                     New Programs – Survey the top national hospitality associations to identify their most successful programs.

E.     Trade Show – Connect members with suppliers at the annual conference and trade show; offering insights to new products and services.

II.             Advocacy and Public Policy – Serving as the voice of restaurants and lodging industry interests.

A.    Campaign Support

1.                     Political Action Committee – Facilitate effective, efficient fund raising.

a)      Identify methods to increase member contributions.

b)      Consider annual signature-event for significant support by the industry.

c)      Consider a staff position of a Fundraiser and Grassroots Coordinator to improve industry awareness and involvement.

2.                     Corporate Contributions – Increase the corporate contributions from the industry.

B.     Grassroots Involvement – Increase industry understanding and participation in government relations.

1.                     Member Action Teams – Increase the number of members who are willing to be a key contact to lawmakers.

2.                     Regional Meetings – Plan regional meetings that draw members for education and hospitality, while increasing interest in grassroots involvement.

C.     Lobbying Power – Maintain the lobbying team of staff and contracted lobbyists; consider hiring a Political Action Committee and Grassroots Coordinator position.

D.    Uganda Tourism Board (UTB)  – Leverage the advocacy resources of UTB.

E.     Alliances – Collaborate with business and industry partners to empower advocacy.

III.             Education and Training – Developing and delivering essential education to the industry.

A.    Mandatory Educational Requirements – Providing course to ensure regulatory compliance by the restaurants and lodging industry.

1.                     Serve-Safe Responsible Alcohol Service

2.                     Serve-Safe Manager Certification

B.     Voluntary Competencies – Provide courses that support increased knowledge and competencies in restaurants on a voluntary nature.

1.                     Allergy Training

2.                     Food Handler

B.     Course Development – Identify industry trends and member needs to build courses, i.e. Sustainability and Green; Food Waste and Recycling; Nutrition; Certifications.

C.     On-Line Offerings – Expand library of on-line courses to support member education; invest in technology to manage digital course development and delivery.

D.    Foundation – Establish the Uganda Restaurant and Lodging Association Educational Support Foundation.

E.     Uganda Restaurants and Lodges Show – Provide relevant education at the annual event.

F.      Mentoring and Leadership – Identify young and prospective leaders who may benefit from mentoring through URLA.

IV.      Industry Image – Promoting the impact of the industry and enhancing association communications.

a)      Member Awareness – Increase member awareness of association programs through new communication channels and technology.

b)      Industry Resource – Position URLA as the credible resource for data and trends for media and government; leverage the Ministry of tourism resources.

c)      Industry Awareness – Promote the restaurants and lodging industry with positive stories, economic impact, and role in Uganda etc.

d)     Communication Tools and Collateral – Update URLA publications, buyers’ guide, website, etc. to be contemporary; protect the trademarks and intellectual property.

e)      URLA Brand – Improve consumer awareness of the standards and training of URLA members and what may distinguish them from non-members.

f)       Presentations – Provide leadership with ready-presentations on positions, data and issues developed by URLA.

g)      Logo Usage –Encourage members to incorporate the URLA logo into their marketing efforts.

t  Leadership – Leadership, management and resources for a dynamic association.

a)      Board of Directors – Determine if the board is the right size for managing URLA and subsidiaries. Increase engagement and accountability of the leadership in their role of governance and committee work.

b)      Committees – Appoint committees and task forces to support the strategic plan, engaging non-board members on the committees.

c)      Dues Schedule – Review the dues to ensure they reflect a formula that meets industry needs while making adjustments that reflect increased programs and services as well as cost of living indexes; review by the Finance Committee.

d)     Professional Staffing – Empower URLA staff to grow the association and serve the industry, with the board’s guidance.

e)      Trademarks and Logos – Protect the intellectual property, content and marks of the association.

f)       Growth – Be vigilant for opportunities that improve the standing of the hospitality industry associations.

THE WAY FORWARD

The three-year Strategic Plan defines URLA’s future, goals, objectives and success metrics. It is the first and most important element in moving forward together, and will be supported by a number of critical tools that will ensure not only that the Strategic Plan’s goals are met, but that its Board and members will have the ability to test, amend and confirm its relevance and success over time. These tools include the creation of an aligned and targeted Business Plan, annual reviews of the Strategic Plan by the Board and regular input from members.

As most objectives in the Strategic Plan are focused within its three years, it is expected that a Plan update will be conducted in 2017 to ensure that all objectives are completed and to frame any new objectives to meet the targets.

The Business Plan

The detailed steps and actions required to fulfill the Strategic Plan objectives will be developed in a Business Plan. The Business Plan will identify short and medium term activities, programs, resources, and milestones and provide greater operational depth into each of the Strategic Plan’s objectives.

Regular Board Review

The Board of Directors will review progress against the Strategic Plan objectives on an annual basis with the support of an independent third party. The assessment will be based on how well the association is advancing the objectives and gaining on targets against the timelines established, identifying areas that require greater effort or adjustment, and determining if objectives should be modified based on changing circumstances.

Member Feedback

To ensure that ongoing membership input is formally captured, a revised framework for feedback will be created to align member response with the Strategic Plan assessments. This could include new or more frequent survey/consultation mechanisms that are timed to provide member response as part of the Board’s Strategic Plan review process. This feedback will not only provide valuable input to the Board and management team, but will also ensure that the Strategic Plan objectives remain grounded, relevant, and valued by grassroots membership.